The financial performance of a company is directly dependent on human performance, And this performance depends on motivation and capability / meta-attitude to learn, communicate, manage, do, etc.
We measure, decode, analyze, model and manage the change in motivation & attitude patterns (48 independent parameters) and organizational value systems (10 parameters) for:
Better performance management,
Achieving effective and efficient business outcomes ,
High performance team development.
1. IDENTIFING SUCCESS FACTORS AND KPI
Using nine performance factors that contribute to high financial performance, we define the corresponding specific KPI connected to organizational performance, according to company core values, mission, vision, strategy and management objectives. These measurable indicators are used corresponding to one of the major clusters: ALIGNMENT (Direction, Leadership, Environment and Values), EXECUTION(Leadership, Accountability, Coordination & Control, Capabilities, Motivation, , Innovation), RENEWAL (Leadership, External Orientation, Innovation).
2. ASSESSING PERFORMANCE PROFILES
With our JobEQ online & live Profiling Systems we identify and measure the structure of organisational values and culture – VSQ and the structure of motivation and attitude – iWAM – in work and entrepreneurial environment, for each/selected stakeholders , manager, top executive or active member of the department/team to be studied . We use Graves- Wilber cultural models , Talcott Parsons social models and other 48 de cognitive behavioral patterns, etc.).
VSQ (Values Systems Questionnaire). Accuracy up to 80,81%
iWAM (Inventory of Work Attitude & Motivation). Accuracy up to 89.5%.
3. CONFIGURING THE MODEL OF EXCELLENCE
Designing high-performance benchmark (performers’model of excellence) based on cognitive profiles and your KPI and according to organization values and culture. The Model might vary from statistic model ( based on cognitive metaprograms) to a detailed more complex model (including behavior, language, internal strategies, value system, other cognitive variables, etc.)
Modeling by AMP & JobEQ. (Designing the team cognitive model of excellence).
4. UPGRADING TO EXCELLENCE
Specific benchmark /excellence model based facilitation training and coaching process: developing individuals & groups new behavior and thinking patterns for upgrading to Model of Excellence values, motivation and attitude towards high performance.
Upgrading. (AMP Specific Transformation Processes including Divergent Thinking, Values-Cognitive-Behavioral Training, Performance Coaching and Mentoring sessions to reach the Model of Excellence)
- COCA COLA
- ATLAS COPCO
- LEVI-STRAUSS EUROPE
- DASSAULT SYSTÈMES
- GRIFFITH LABORATORIES
- MONDIAL ASSISTANCE
- PRIMARIA ANTWERPEN
- BRITISH TELECOM (BT)
- THE TELEGRAPH UK
- INSTITUTE FOR INTERNATIONAL MANAGEMENT & TECHNOLOGY – INDIA
- EUROPEAN CENTRAL BANK
- INSURANCE AUSTRALIA GROUP
- ENN CHINA
- QATAR COMMERCIAL BANK
- ASIA INSTITUTE OF COACHING
- CORRECTIONAL SERVICES SOUTH AFRICA
- THE NATIONAL SHRINE OF OUR LADY OF THE SNOWS (CATHOLIC)
- ING BANK
” The objective of the business human modeling process is not to end up with the one ‘right’ or ‘true’ description of a particular person’s thinking process, but rather to make an instrumental map that allows us to apply the strategies that we have modeled in some useful way. An ‘instrumental map’ is one that allows us to act more effectively the ‘accuracy’ or ‘reality’ of the map is less important than its ‘usefulness’. Thus, the instrumental application of the behaviors or cognitive strategies modeled from a particular individual or group of individuals involves putting them into structures that allow us to use them for some practical purpose. This purpose may be similar to or different from that for which the model initially used them.”